The recent movie "The Annual Meeting Can't Be Stopped" is too fierce, and the satire of office politics, sycophancy, dumping, and standing in line has made the workers collectively break their defenses.
People who don't know anything are leaders, and people who are tired and tired are optimized;
The internal strife is complicated, the interests of the department are first, and the interests of the company are secondary; Under the stick of layoffs, employees are all in danger, and they have expressed their loyalty and are voluntarily squeezed. ......No wonder netizens commented that the core of comedy is tragedy, but the core of this comedy is me. 
How humble and helpless the migrant workers under the tide of optimization, the real estate people raised their hands and said, no one understands better than us. In 2022, the top 100 real estate companies that have not been insured will have an overall attrition rate of nearly 30%. The number of employees laid off by 50 typical real estate companies exceeded 230,000. In the first half of 2023, according to Sohu Finance statistics, 22 of the 31 listed real estate companies continued to reduce their staff, a total decrease of 280,000 people. Vanke alone has a decrease of 4,416 people. In the second half of the year, especially near the end of the year, a new round of organizational adjustment and talent inventory has swept in. There are leading real estate companies that will put the urban renewal team in one pot; There are also real estate companies that have cut off the digital marketing team with high salaries because the results are not as expected; Some cooperation projects did not progress as expected, and the ** team was disbanded on the spot. Some real estate companies have even put forward a goal of reducing their workforce by 50%. Under the dual pressure of debt and sales, any team that does not generate value in the short term is at risk of being laid off. This also leads to the fact that many real estate companies have employees who are at risk. The sense of security of real estate people has been reduced to the lowest level, and the ridiculous plots in the movie are staged in real estate companies every day. The spread of employee insecurity is making many real estate companies more and more inefficient.
Safety first has become an unspoken rule in the workplace
All strive to "perform".
Many real estate people communicated with Mingyuanjun and said that some real estate companies that used to be very market-oriented and had high operational efficiency have now completely changed. In the past, the corporate culture of a leading real estate company was free and open, and the employees had a very strong sense of innovation. The organization has smooth internal communication, efficient decision-making, and various innovations can be implemented quickly. It has always been the preferred target of headhunters to poach people. However, in the past two years, the internal audit mechanism and review process of this real estate company have begun to become more and more complex, and the operational efficiency has been visibly reduced. This trend of change has become a common phenomenon in real estate enterprises. The reason is the lack of a sense of security, resulting in risk aversion and self-preservation from top to bottom, which is spreading within real estate companies. 1. Report everything in detail, save life first, efficiency second
In fact, the atmosphere of self-protection in real estate enterprises is transmitted from top to bottom. The market is not good, the boss is so anxious that his eyes are dark, and the set goal cannot be completed, and someone will always take the blame. In the past two years, the turnover rate of senior executives of real estate enterprises has been surprisingly high, and many executives have taken advantage of the east wind of the times, and their professional ability cannot keep up with job promotion. Once you leave your job, the reemployment rate is also low. So, starting at the executive level, not making mistakes becomes the bottom line. What used to be full authorization has now become strong control. What was done by middle-level cadres in the past must now be reported at all levels. 
Under the atmosphere of shrinking down and self-preservation, grassroots employees choose to avoid making suggestions and making decisions as much as possible in order to avoid being responsible and not to be the back-bearer, and report to the boss for instructions in every detail, so that the boss can make a decision. The boss did not dare to make decisions easily, and in turn let the plan be refined. So I reported it repeatedly and struggled repeatedly. No more, direct collective decision-making. A small thing, pull a conference of more than a dozen people at every turn. In the end, it doesn't matter if you make a four-like result, at least everyone is not responsible. In this way, everyone is involved, and everyone is involved in some meetings that have nothing to do with themselves, and a lot of energy is consumed. Naturally, the execution efficiency of enterprises is greatly reduced. 2. From the results of the volume to the attitude of the volume, "consciously" overtime is becoming more and more commonAlthough it is said that the intensity of overtime has always been the norm in the real estate industry. However, in the past, real estate people worked overtime because under the fast turnover mode of the industry, the project operation node often required employees to work overtime to complete. At that time, the real estate people were really busy, but at least they were busy enough to have results. Under the incentive of high performance and high bonuses, real estate people often work overtime painfully and happily. However, in the current market environment, many projects are in a state of slow start, and real estate people not only did not stay idle, but worked more and more overtime. Because, when everyone is busy and can't get results, it often depends on your attitude. 
A real estate person said that his department leader directly sent a WeChat message to the team to tell him that after work every day, if people from other departments have not left, everyone should not leave in advance. Otherwise, it will appear that the work is not saturated in comparison. If the work is not saturated, it will not be far from optimization. Especially for some real estate companies with layoff plans, HR also uses attendance as a tool for layoffs. The HR attendance of some real estate companies is accurately timed to the second, and employees leave their workstations and go downstairs to explain the reasons. HR has nothing to do with the company, once you want to lay off employees, attendance data is an important reference indicator. This has also led to an increasing number of real estate workers who "volunteer" to work overtime. Once the company begins to "roll" attitude and "volume" formalism, there is no upper limit, you get off work late, I am later than you, and in the end we can only stay together. 3. Simple problems are complicated, and they are falsely busy from top to bottomBoth management and small employees tend to "pretend to be busy" when they lack a sense of security and are not able to come up with new ideas to really change the situation. Use tactical diligence to cover up strategic laziness. The first is overmanagement at the top. The anxious top is the source of a lot of internal friction. When many managers can't break the situation, they often release their management energy on some irrelevant issues and constantly refine the management granularity to alleviate anxiety. Some leaders even require employees to work down to the hour, and every work done that day must be clearly written from what time to what time. Use this to assess whether your workload is saturated and supervise employees not to fish at work. In order to highlight the importance of the post, employees at the grassroots level rack their brains every day to write**. I had a brief chat with my colleagues in the corridor, and writing it into the weekly report is to coordinate across departments, align granularity, reach consensus in key business links, and make important progress. 
When everyone found that "pretending to be busy" could solve the anxiety of the superiors, and it was thankless to work hard, the organization "rolled up". A plan has clearly confirmed the key contents, but because of the question of whether to use "insight" or "insight" in a word, and whether to use red or yellow for underlining in the picture, it insists on struggling until the early hours of the morning. There is also the boss who personally stares at the commissioner to write the minutes of the meeting, from 6 p.m. to 11 p.m. ......Managers are anxious, the desire for control is rampant, the employees below do everything possible to "cooperate", and the people who really do things are "rolled" very tired. 4. There are many factional struggles, cronyism, and the loss of capable talentsIn the past two years, many real estate companies have been engaged in organization and talent optimization, many departments, centers, and regions have been merged, and the original power structure has been disrupted. In the context of the industry reshuffle, many real estate companies have also introduced some airborne executives from the market, and these people often bring in some crony cronies. When the old and new teams are together, the leaders will reuse the people they are comfortable with, and the job appointment, performance scoring, and optimization of the list are not based on ability, but on the relationship with the leader. Obedience is much more important than ability. Some real estate people said that after the merger of departments, the people in the original department basically did not move, and the newly merged people were almost gone. Under this kind of internal competition, many capable people are washed out of the team, and the rest of the people are revolving around the leader without their own ideas. 
For the employees below, it is necessary to be able to roll and lick, and what the leader says is the holy decree, and there is no need to question the spirit and think independently. When some marketers were doing promotion, they obviously felt that the title set by the leader had a language problem, and they didn't dare to communicate and express it, so they finally went out on the street. The people below will only execute without brains, and the project will naturally be a mess. 5. For the sake of short-term security, political performance is paramount, and it is becoming more and more short-sighted from top to bottomAlthough within the department, many executives can cover the sky with one hand and cronyism. However, in a competitive environment full of factions, it is still necessary to hand over excellent political achievements in order to stand tall. This has also led to many executives trying to perform hard in order to keep their official positions, and they must produce results in a short period of time, becoming more and more short-sighted. Some projects that have not been rigorously demonstrated have been hurriedly launched. To do product research and development, no one has to do serious deduction, customer research, and market research, and the product systems of various leading real estate companies in the market are copied and kneaded, and their own new product systems are launched. 
The concept packaging is a little taller, the PPT is a little more exquisite, and then find a big V to build momentum to enhance its influence. As long as the form is in place, the actual effect and profit of the product are a matter of later life. In order to achieve performance goals, the local team falsely reported the market and fought for price reduction. Some projects deliberately reported several sets of ** houses from competing projects next door to the average price of the surrounding area. Only seeking speed to produce performance, and preferring to break bones, is also to cater to the current short-sighted orientation of "safety with performance". Between the interests of the company and the interests of the department and the interests of the individual, everyone will not hesitate to choose the personal interests of the department, and as for the additional losses of the company, it is not directly related to themselves. It can be said that the sense of insecurity from top to bottom has made the company and employees more and more antagonistic. The inability of the organization to work in one place has generated a lot of internal friction and ineffective costs.
Redundancies cannot be allowed to become a management tool
Employees are a company's most valuable asset
The annual meeting can't be stopped! In the villain, the vice president of the company has a sentence that the train of the times is roaring forward, and someone must increase friction under the wheels. Some bosses believe in social Darwinism and like to glorify competition, believing that the strong and the fittest are worthy of survival. Even the layoffs are used as a sword of Damocles that hangs over the heads of employees every day. I think that under the spur of fear, employees will have greater momentum to help the company get out of the predicament. In fact, it leads to the attention of employees, not at all to outperform the market and competing products, but to outperform the colleagues who run together. A lot of energy is spent on internal biting, fighting, and performing, which only increases the friction of the company's operation. In the past, Ming Yuanjun wrote "9 Essential Differences between Good Real Estate Enterprises and Poor Real Estate Enterprises", which mentioned: 1. Everyone dares to make decisions in good real estate companies, and no one except the boss of bad real estate companies counts; 2. Good real estate companies appoint talents, and poor real estate companies appoint cronyism; 3. Good real estate companies are united, and poor real estate companies have serious infighting; 4. Good real estate companies have few people and high efficiency, and poor real estate companies have a lot of useless work; 5. Good real estate companies have many inventions and innovations from the bottom up, and poor real estate companies have pushed outdated standards from top to bottom; 6. Good real estate companies are strict and generous to their employees, while poor real estate companies seem to be gentle to employees, but they are actually very cruel. In fact, in the final analysis, it is the difference in the value of enterprises to "people". Does the company treat employees as partners who achieve each other, or just as consumables? It determines the quality of talent retained and the efficiency of talent utilization. The best management is to stimulate the subjective initiative and internal drive of employees. First of all, there must be a reasonable and transparent performance mechanism, and collective punishment cannot be carried out. Some real estate companies have directly issued mandatory instructions, at least 20% of the employee performance must be 5% off, 50% of the employee performance is 8% off, and only 30% of the people who can get the performance salary are full. There are even companies that directly announce that the performance of the year is all 0. This kind of collective punishment, in fact, only punishes excellent employees, and will only cause bad money to drive out good money and the loss of excellent talents. 
The worse the market, the more we must reward outstanding employees through performance. Rational distribution of interests is always the key to stabilizing the morale of the military. Second, it is necessary to effectively restrain the power of managers. Under a reasonable performance mechanism, what managers need to do is to help employees remove obstacles to achieve performance, rather than trying their best to show their authority by manipulating performance. The company should also have a cross-evaluation mechanism and a grievance mechanism to avoid the leader's words. Only a fair atmosphere will allow employees to dare to work hard, not worrying about the fruits of their struggle, and become a wedding dress for others. Finally, don't use layoffs as a means to guide employees to stay. Although layoffs are inevitable in many cases, try not to make layoffs a regular management tool, especially to avoid layoffs as incentives. Layoffs actually break the psychological contract between employees and the company, and will have a lot of negative effects on the employees who remain in the company. Some managers should not have the mentality of killing chickens and monkeys, but should try to minimize the anxiety of employees. Because, in many cases, the sense of crisis does not bring an outbreak, but chaos.